How did we create a culture of ownership and accountability at Adobe?
summary
Adobe runs concrete programs: 25 innovations from a 30-person team comes from Innovation Week, an internal grant awards $10,000 to nonprofit board members, and 13 founders awards are chosen from 40,000 employees. Eight global employee networks and an annual Adobe for all conference boost belonging, while Lab 82’s deliberately uncomfortable seats and design labs force vulnerability for better ideas. Practical rituals include a VP insisting engineers make person-to-person connections before opening PRs, $600 wellness stipends, and product wins like PDF Fill and Sign.
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chapters (19)
- 0:00Unexpected calm at Adobe
- 2:31Daily chaos at Adobe
- 4:01My journey and recognition
- 5:14Adobe’s culture approach
- 6:19Adobe’s core values
- 7:59Belonging safety and coexistence in a global company
- 9:51Employee networks impact
- 12:53Leadership accountability award
- 14:49People first in problem solving
- 16:20Innovation as process
- 17:50Vulnerability in remote teams
- 19:18Top learnings for culture
- 20:28Q&A: Brilliant ideas
- 22:35Q&A: Cultural déjà vu
- 23:22Q&A: Collaborative methodologies
- 24:53Q&A: Innovation across regions
- 26:26Q&A: Top workplace for women
- 27:39Q&A: Hiring for accountability
- 29:12Q&A: What could improve
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